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I just got back from a long stay in Europe, where I live part time (in Germany). I am always surprised when I am there as to how bad customer service can be. I’m not talking about business to business service, I am talking about service in retail establishments like supermarkets, cafes and restaurants. We all know that Paris has a bad reputation for surly service, although I must say it is not worse there than in many other central European countries, and to a lesser extent in my native Great Britain.

Why am I so surprised? Because the Europeans often spend so much time training people in jobs like waiter, yet the results leave so much to be desired. A Swiss waiter or waitress will go through all the training about wines, types of and placement of cutlery, on and on, but when they deliver the food, except in the highest-end establishments, they throw it on the table with little or no eye contact or words exchanged. Language is not the issue, I speak their language(s). When I point this out to my Swiss or German friends, they agree, telling me that they are amazed in the other direction when they come to the states, how friendly and good the service is here, and how they are just “used to it” in their own countries and can do nothing to change what they see as a cultural phenomenon.

Let’s do an interesting comparison between two arms of the same company, the famous Aldi food store chain from Germany. Aldi (the word Aldi means “Albrecht Discount” because it was created by the Albrecht brothers, who became billionaires as a result of their creation), is a wildly successful concept for the German food market, selling a limited selection of inexpensive and good quality items in a fast paced environment, which flushes customers one-way through the aisles rather like IKEA. When one reaches checkout, the real fun begins, not only when a lane opens, which creates a stampede, but also when one reaches the clerk doing the scanning. Let me just say, you had better be prepared! Get your bag(s) ready, and fill them as soon as you can. You will receive no help from anyone to load your shopping, and heaven help you if you load slowly and drag out the waiting time for the line….the withering looks you get will drive you to a higher-end store like Tengelmann next time, if you are thin skinned.

Now let’s cross the Atlantic to the US, where Aldi owns a food store chain with a remarkably different culture, Trader Joe’s. TJ’s, as it is called by its many fans, was bought by Aldi around 1979, but few if any Americans know that. TJ’s and Aldi’s German stores could not be more different, not so much in the way they look or the quality of food they sell, although that is a bit different, but in the way things work. At TJ’s a line which opens does not result in a stampede, instead the person first in a longer line will be invited to be first in the new one. On arriving at the checkout, clerks will, in a remarkably relaxed and friendly way, check your stuff then load it expertly into the bag(s). No rush, no frenetic feeling, yet it all happens fast. TJ’s does not necessarily have more customers in the store at one time than Aldi, and yet it will always have six or so checkout lines going. Aldi tops out at three and often has only one, with the line snaking back into the store. That changes when enough people call out “neue Kasse”, or as the military would say, “call for backup!”

How is this possible? Clearly TJ’s is a profitable enterprise even given the apparent inefficiencies built into the system vis-à-vis its parent’s German stores, such as more checkout clerks and loading of customers’ bags by them. I bet Aldi has studied the numbers and would introduce the German system if they could….but of course they can’t! This is because the US has a shopping and general service culture which demands that customers be treated in a certain way. Having to stuff your own bags would be seen as a major insult; having the clerks do that is a minimum expectation. Having long checkout lines, the same. Germans are of course rather oriented to rules and perhaps they see the Aldi system as “those are the rules and I abide by them”. Faced with this situation, Americans would say, “those are the rules and unless they change I am voting with my feet and going elsewhere”.

This is a blog about morale and here is where I am leading to: I have shopped Aldi in Germany many times and when I look at the workers there they look somewhat burned out and certainly harried, tired, stressed. They rush from one task to another as if their life depended on it, and that includes when they have check-out duty. On a recent visit to a German Aldi, a friend of mine was looking for an item which she could not find and a clerk who was stocking shelves was working in the area; instead of stopping to help my friend, the clerk berated her for being in the way! The pressure on the clerks seems to be so intense that stopping for a customer, also in my experience, is almost the last thing they want to do.

Trader Joe’s people on the other hand, no matter if they are in California where I live or any other state, seem to have that “laid back” relaxed style even though they work fast and efficiently. They are friendly. I’m willing to bet their morale and engagement is head and shoulders above that of their German colleagues, which has many significant long-term implications for their business, their longevity on the job, and yes, on their individual health. This is a shame, Aldi has proved that they can master a system in the US that makes both workers and customers happy. For me as an Aldi customer in Germany, I only tolerate it to get the cheap coffee, cheese and wine which they have.

As for the heavily trained waiters in Switzerland and their non-existent people skills, give me an untrained US worker any time, who smiles at me and says the classic “have a nice day” when I leave. Better a fake smile than a real scowl.

Have a Nice Day!

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(This is Part 2 of a three part series on executive compensation and morale).

Earth to CEOs:  Come Back Down Here with Us!

First a disclaimer:   this post is about a sub-set of CEOs, not all.  I am a business psychologist trained in social science research and understand full well that samples should not be generalized to the whole unless they are truly representative.   Many CEOs (and I have worked with a lot), are downright great people, generous, caring, and absolutely dedicated to the welfare of their workforce.  They dont have an ounce of greed in their bodies and they make sure they play by the same rules as those who work for them.   Perhaps you work for one of these people, or are one of them yourself.  This post is not about them/you!   This is a about a subset, enough of a group to make a difference in overall averages, and this subset has a mentality which is damaging US competitiveness.

I’ve been watching this new show on TV here in the US:  Undercover Boss.  Its about a CEO or COO going out in disguise and taking on some of the more difficult jobs which his (so far, all male) own people have to do.   In some cases he is so useless and the job so difficult, he gets fired after one day!  The show seems to be popular, partly because the CEOs have been humiliated.   Its also because most have so far reacted to this experience and shock at what people “out there” in the companies actually have to do, with genuine humility, often being really moved by the experience.  They are often moved enough to make changes, to promote lucky ones they come across, give raises, special gifts, etc.  Even to re-think the whole way their company does business.  I was thinking about all of this in the context of what we have been through in the last 2-3 years.  Is this the start of a trend?  Will we start to see a more real, personal CEO whose eyes are more open to what his or her people have to face every day?  Will that start to change the behavior of said CEOs?  Particularly in the area of compensation.  I know some of you are saying, dream on!  But I have a compelling reason for them to change, as you will see.

My hope is that we will indeed look back one day at this Great Recession and say, yes that was the time when we dumped this whole fad of glorifying some CEOs and brought them back down to reality.  Reality is that too many CEOs (usually, but not always men) were not all that their publicity machine puffed them up to be, but were paid as if they were.  I’m not talking about the Steve Jobs and Sergey Brins, the geniuses who founded the now-iconic companies which they lead and who deserve every bit of positive press (and dollar) they get;  I’m not talking about the hundreds of thousands of less well-known entrepreneurs who risk everything for their dream.  I’m talking about a different animal here:   the hired hands brought in as CEO.   They came in with a big blaze of publicity and then often had…mixed results.  I’m thinking of Bob Nardelli at Home Depot, Carly Fiorina at Hewlett-Packard and quite a few others.  Their Boards were acquiescent to the point of giving them a contract which no average worker could receive:  a fail-safe golden parachute which translated into “you win, you win; you fail, you win”.   Of course that is exactly what happened in my two examples; under Nardelli,  HD stock went DOWN by 8% in an up market but he made $240 in total compensation from December 2000 until his exit in January 2007.   His exit package was an additional $210 million.  That’s right, two hundred ten million dollars.  Under Fiorina, HP stock also went down, listen to Wikipedia’s summary:

“When Fiorina became CEO in July, 1999, HP’s stock price was $52 per share, and when she left 5 years later in February, 2005, it was $21 per share—a loss of over 60% of the stock’s value.  During this same time period, HP competitor Dell’s stock price increased from $37 to $40 per share.”

For this remarkable performance, a 60% drop in share price, her exit package was $42 million.  At GM, Rick Wagoner’s planned $20 million pension was interrupted by the company’s bankruptcy;  his contribution to GM’s performance resulted in a drop of 96% in the stock price under his tenure.   Even Jack Welch, once untouchable as the glorified CEO of the American giant, GE, totally screwed up his image with his outrageous $8 million/year retirement package which even included flowers in numerous luxury residences.  This was only brought to light by his divorce, and created such an uproar that even the SEC got involved with GE and poor Welch was shamed into giving a big part of it back, mumbling that it was important to “manage perceptions”.  Thats right, perceptions, forget about values, right?  Apparently it wasn’t enough that he left GE with $880 million in stock…..

Now we see the public mood swinging heavily against such excesses:  no longer able to tap rising house values, and more scared of facing unemployment, if not already there, the view from Main Street towards the corporate world’s rigged compensation game is decidedly sour.  Who can blame people, when their taxes are being used to bail out some of those who are the main perpetrators?  Unfortunately, the heavy hand of government is starting to be used to fix things, as in an ominous sounding “special master” for compensation installed by the Obama administration.

If this sounds like I am pessimistic, I do not mean it to: as a result of this orgy of excess, the most recent wave of which perhaps Welch set off as early as 2002 and which culminated in this recession, I have a more optimistic outlook.  Maybe we can celebrate that this era might be coming to a close.  It’s certainly time that it did.  The US cannot continue to be the only country in the world where the CEO pay to average worker is 300-400:1, and where golden parachutes give CEOs advantages which none of their fellow employees receive.  In other countries, including those which are extremely competitive with this one, the averages are closer to 25:1.  It is my opinion, based on quite a bit of research, that CEO pay excesses are eroding morale and engagement in the United States.  Why do I think that? 

–First because its plain old common sense that if you run a company and your pay is so far off that of your co-workers, you have already “disengaged” yourself from them in a major way.  Don’t then pretend that you can have an engaged workforce when you yourself have made that less possible by accepting, even demanding something which none of your co-workers could ever receive.  Play the game on the same field and with the same rules as those you work with:   then you will have a chance to really engage everyone.

– Second, and very tellingly, the US is far, far from top dog in the morale world It is average at best (see Mercer’s website for worldwide employee engagement data).  How can this be when almost everyone who lives here says it’s the best place in the world to live?  (Some Norwegians, Dutch and Danes might disagree…but stay with me here).  So yes it might be the best place to live, but…..not the best place to WORK.  Part of the reason for that is…excess, and lets say the G word, Greed at the top.  Anyone who has spent as much time as I have (25 years) interviewing thousands of people at work and surveying hundreds of thousands, will tell you:  excesses at the top infuriate otherwise even-tempered employees.   They cannot understand why they have to play by the rules but top management does not;   they resent special “executive” dining rooms, special parking (GM at its peak had a heated parking garage with special elevator for the poor executives who could not stand the cold Detroit winters); employees  boil over when these individuals then come onto to the Intranet with a special message for the “troops” saying, “we’re all in this together”.  “No we’re not”, they say.  “You are on another planet”, Mr/Ms CEO.

Smart companies with smart and more reasonable CEOs understand this, in the US and elsewhere.  John Mackey of Whole Foods, someone for whom I have a great deal of respect..and not just for his views on compensation…is a good example.   At Whole Foods no one is paid more than 19 times that of the average worker. Munich-based BMW last year also became the first big company in Germany to implement bonuses based on reasonable ratios compared to the average worker’s bonus.  The company spokesman was quoted as saying “We don’t just want to build sustainable cars. We also want to have sustainable personnel politics. We think this is good for the company culture”.  Ahh how refreshing that he places personal, selfish interests lower than that of a sustainable culture for his workforce.   Is this one of the reasons why BMW has, and continues to make, such great cars?  I think so.

Will the intense pressure which comes with such a recession, which we still seem to be in, make diamonds out of coal?  I hope so.  I hope that public opinion, and yes even outrage, will shame those who are greedy into more reasonable behavior.  Lets be clear here:  I am not talking about more government regulation, salary caps, etc!  I hope that increasing understanding of the importance of employee morale/engagement as a performance driver will convince Boards, shareholders and CEOs that it is in the interest of their organizations that these baser instincts of the human spirit are tamed.  Boards especially need some backbone and certain other body parts which I wont mention here.  They need to stand up to these demands, refuse to buy the “arms race argument” that “the other guy is making this much”, and make a stand for something new.  Its 2010, and it’s not “me” any more, it’s “we”.  China, India and Brazil are already going down this road;  their worker morale is far ahead of that of the US or Europe.  Will we let them take away one of the few real advantages remaining to us by not facing up to those who would erode it in our organizations by their own selfishness?  I certainly don’t think we should.  Our future standard of living might depend on it.

As a follow on to my previous post on trends in US job satisfaction and morale/engagement, I was fascinated to come across the latest data from WatsonWyatt and World at Work (lets call them WatsonWyatt from now on) which indicated that engagement was down over 9% in the most recent period. Here is exactly what they said:

The 2009/2010 U.S. Strategic Rewards Study found that employee engagement levels for all workers at the companies surveyed have dropped by nearly 10 percent since last year

I had argued previously that two apparently conflicting databases (from the Conference Board and Gallup) on job satisfaction and morale/engagement had to do with what was being measured, but this new data compels me to share something else very important with you.

Here are the facts:

Jennifer Robison wrote in the Gallup Management Journal (as reprinted in The Free Library) on January 14th 2010 that :

Gallup has tracked the engagement levels of the U.S. working population for the past decade. Its most recent employee engagement research shows that 28% of American workers are engaged, 54% are not engaged, and 18% are actively disengaged…..In addition, from July 2008 to March 2009 — during the heart of the recession — Gallup tracked a large sample of employees and found only slight (1%) changes in overall engagement. In July 2008, 31% of employees were engaged, 51% were not engaged, and 17% were actively disengaged. In March 2009, these percentages had changed very minimally: 30% were engaged, 52% were not engaged, and 18% were actively disengaged.

 

(emphasis added)

For several years Gallup has reported that the number of US workers who are “engaged at work”  has hovered between 26% and 30% for the US working population.  Now the WatsonWyatt data tell us that there has been a significant drop since their last survey in 2008.  Gallup data show that engagement is either up 1% or down percent in that time period, depending on which month the measurement was made, but this is nothing like the 9% drop from the WatsonWyatt group.  Unlike my previous post, both these benchmarks purport to be about engagement, both cover the same time period, and both cover the same general population. None of my previous arguments are valid here and so we are faced with something which I consider to be a significant weakness in the the morale/engagement consulting field:  the validity of these external benchmark databases.  This is so important that I covered it in my book, at the risk of infuriating some who work in this field, but I did it because of its importance.  I also had my own data in the book which had never been shared with those who did not commission the original study, a group of large utility companies.  That data showed that external benchmark databases of employee morale can differ significantly from each other, for the same industry, in the same country, on exactly the same question, and for the same time period. I was so troubled by the finding that I literally gave up using such things in my own consulting practice, even though I had spent years building them.  The reason was that I no longer had confidence in them and told my clients exactly why.  I moved entirely to internal benchmarking and built my analysis software around that function.  So my question is: if it is the case, that such differences can be found in benchmarks for a specific industry, how much will they differ when measured across many industries?  This recent data gives us a window into this issue, and an answer to that question:  they differ, and significantly so.

In my previous post I pointed out that methodological differences or errors were unlikely to be the cause of differences between job satisfaction and engagement data;  plenty of reasons for the differences could be found in the factors being measured, not the methodology.  I also said that I had confidence in both Gallup and the Conference Board;   that is true with WatsonWyatt as well. (I do not know enough about World at Work but a cursory look at its website indicates it has been around a long time, is an organization with 30,000 members which certifies professionals in compensation, benefits and work-life skills, etc. and I have absolutely no reason to doubt their competence).  WatsonWyatt is now TowersWatson, an organization of which the Towers part bought the well known survey research house ISR some years back, giving them a huge amount of data and survey research firepower.  I will use “WatsonWyatt” here because the study was first published under that name. All these organizations are therefore large, well run, and entirely competent. 

So lets look at how this happens and draw some conclusions from it.   There are several reasons for the differences between these benchmark databases, in my opinion:

–worker engagement is not like water.  Water is H2O.  Engagement is, well it is a number of things.  Each dictionary would define it differently, as might each consultant.  Who can say that one is right and one is wrong?  I defined it, as best I could, in my book, and compared it to morale.  I repeated some of this in a recent post. Based on the definition you choose, you develop a questionnaire.  The items in the questionnaire measure your engagement elements.  You then refine that questionnaire, as Gallup has done, going down to only 12 questions.  You test and test and test.  WatsonWyatt and its partner in this latest study no doubt has its own specific methodology, its own definition of engagement, its own questionnaire.

–consulting in worker morale and engagement is very fragmented.  There are stand alone research houses like Sirota Survey Research;   there are global giants like Gallup, TowersWaston, Mercer and HayGroup (where I used to work)…and these firms do many things in addition;   there are thousands upon thousands of smaller groups or individuals who work in this field, some of whom have their own benchmark “norms”.  No one firm has a lock on all the companies in one industry, or on all the best performing companies, etc.   If I am Apple and want Dell, HP, Sony, Nokia and a list of other competitors in my benchmark, I cannot find all that in one place.  A “national norm” or benchmark either has to come from firms collaborating with each other and sharing client data (it has happened but I imagine it has some anti-trust issues, and in any case some clients might be wary of sharing their strategically valuable employee opinion data).  It can also be created from sampling techniques of employees from non client organizations.  This latter method creates its own problems:  how do you get non-client employee opinion data?  With great difficulty.

–sampling the national engagement level from 1000 people at work is very tricky.  Look what happens with opinions polls for political elections: they are not always right!   This and other reasons were why I always told clients to poll 100% of the workforce and do everything possible to make sure than 90% + would respond, which they usually did.  That way I knew that the data we had really did represent the whole, and that managers deep in the organization would have enough data with which to work, which they often did not with a sample.

–as a result of the above issues, with the definition of engagement and the resulting questionnaires and with possible sampling, the companies covered by WatsonWyatt and Gallup might have been very different, in different industries than each other and they certainly received a different questionnaire.  All these things affect the data.  Watson Wyatt talks about the data representing “the surveyed companies” but also implies that this represents a national sample.  These might be quite different, its very hard to tell.

Perhaps the clearest thing that a consultant who uses client data for national or industry-specific benchmarks could say to a client about a benchmark would therefore be this:

This benchmark is based on how we define engagement, which might be different from how others define it;  it is based on our proprietary questionnaire, which is based on our definition of engagement;   it is also based on a sample of our client data, and others might have different types of organizations in their databases which will affect their data and cause it to be different than ours.  As a result we cannot guarantee that our engagement benchmark will match any other, even for the same geographic location, the same worker demographics and the same time period.

(one not using client data for its benchmark would have to add even more, about possible sampling errors and response rates).  In any case, don’t hold your breath that we will ever see such a disclosure!

Perhaps clients of all the firms which provide external engagement and morale benchmarks are quite happy with the benchmarks they are given.  Maybe they look only casually at such things, and pay less attention to them than internal benchmarks?  Maybe they just look at a group of top performers as a comparison and find that useful?  Whatever the case I think it behooves us as consultants to make clear that we might not have “THE answer”  as to what an external trend is in worker engagement.  We have ONE answer, our own.  That answer might be as much as nine times (1% change versus 9% change) higher or lower than another’s answer, as we have seen in the two firms’ data shown here.   For me that was not good enough, and so I focused on telling clients how they had shifted internally over time, how groups internally were different from each other,and what their scores were on an absolute basis.   They all found that so valuable that they did not miss the one thing which some believe is a “must have” in this business…the external benchmark.

Tell me what you think….

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But enough about me, let’s talk about you… what do YOU think of me?

Bette Midler as CC Bloom in “Beaches” (1988)

I often get asked this question: what is the one thing which is most likely to prevent an organization from having an engaged workforce? I believe it is something which lurks deep in the hearts and minds of individuals: the ego. What is the ego?

We all start out in a pretty non-egoic state, but quite soon find out that “I” am apparently separate from the world; this passage of childhood  is something which everyone passes through, but where some linger.  Those who linger stay in an egoic state rather than reconciling with the broader world, in the give and take (part “me” and a bigger part “we”) which most of us experience as everday life.  The egoic personality usually comes about as a result of childhood trauma of some kind, where the child learns to dislike itself, and to push aside unliked and unwanted parts of itself into a hidden area, while building a false “ego” like a shell around the original, real person.  The ego-shell hides the unwanted self (what Debbie Ford in her excellent book”** calls the “shadow”) from the world and the person functions only from this false, egoic front.  Since the original trauma involved learning to intensely dislike parts of oneself, the ego-shell must be constructed of new objects which will project what its owner hopes will be a socially acceptable version of self, capable of being liked, admired, respected, even…loved.

In more extreme cases of ego-possession, the sense of simply (human) “being” almost disappears and is replaced by an egoic identity which focuses instead entirely on these objects (or what Eckhart Tolle*** calls “form”). In other words, we “identify” with things outside of ourselves, in the hope that this identification will improve our social standing in some way.  These things can include one’s house, the type of job or position one occupies, wealth, educational background and achievement, other status symbols such as cars and countless other “things” such as sports teams which enable the ego to pretend that it’s owner is “better” than others.  Of course, the deep down (and usually unconscious) fear inside this person is that they are far, far worse than others….but this is not what the world sees or what the ego’s host ever wants it to see. Know anyone who is not just disappointed but crushed when his or her football team loses?  They are under the grip of the ego, and when their team loses, its like a personal failure.

 The Princeton dictionary brings this into focus with a concise definition which is very aligned with how most people see and use the word “ego”:

An inflated feeling of pride in your superiority to others

So what does this have to do with engagement at work?  Plenty if you think about it.  Imagine the worst boss you ever had, was she/he loaded down with ego?  Here are some of the symptoms:

  • she takes credit for projects which you started and carried out
  • he never hires people smarter than himself
  • he “licks up” and “kicks down” in the organization structure
  • she cannot take criticism
  • he is a perfectionist and one can never “do it well enough” for him
  • she never allows anyone else to make any significant decision in her area

This is not a happy person.  The ego possession makes him/her feel extremely vulnerable because identification with all the “things” in life is like building a house on sand.  Those things have ways of going away, as all eventually do.  Money can disappear,  as can jobs, “trophy” spouses, and other status symbols.  Living on the knife edge means always having to make sure than nothing, nothing at all, upsets this fragile status-quo, which at work means always having to check up on you to make sure you will not show this person (often a boss) up in a bad light.

You can hopefully see the short step to engagement:   you are there at work to share your talents and skills and help the organization succeed.  You love your job, but your boss….oh dear, your boss is an ego-maniac!  You didn’t know that at first, your radar didn’t send out a code red alert when you had the interview, but you found out later that something was very very wrong.  All the things which I described above, started to happen.  You arrived at the job ready, willing and able to engage but now…now the thing you most want to engage in is finding a new boss there or perhaps leaving the organization for a new job.

One of the problems in the world of work is that ego-driven top management often picks those like themselves;  they call it a “nice fit”.  I call it, “extending the ego-model out into the whole organization“.  This means you are unlikely to get far by complaining about such a person, even if you describe what they do:  top management will laugh and say that that’s quite normal, healthy behavior.  From where they stand it is.

Speaking of top management, one of the most out of control aspects of CEO behavior is the arms race to get more and more compensation.  I have written at length about this because  I believe it erodes morale and engagement.  The ego loves the idea that “I” can make more than the next guy (or gal), and is horrified at the idea that I would ever make less!  The amount of ego-driven greed at the top of our organizations is staggering, with ratios of CEO pay to that of the average worker above 300:1 here in the US.  Of course the ego is canny, and needs to make sure that such excesses are guaranteed.  Heaven forbid that the ego would not receive what it is worth!  This means setting up their compensation in such a way that they are never affected by something as mundane as…performance.  Where do you think the “golden parachute” came from?   In these cases,  the ego’s ability to create real “separateness” makes it very able to totally justify this behavior and not allow its “host” to have a sense that others are affected in any way.  Only in some cases, like John Mackey of Whole Foods, or top management at BMW, have senior people transcended their egos and looked to the greater good in setting their own pay.   I love this quote from BMW’s press office, talking about how the company restrains top management bonuses in relation to what average workers receive :

“We don’t just want to build sustainable cars. We also want to have sustainable personnel politics. We think this is good for the company culture”.

As we saw with the list of management traits above, control is another sign that the ego is lurking.  Ask an ego-driven manager to give up some control, to delegate, to flatten the structure and let some teams manage themselves, for example,  and you will be met with a show of horror…..and logical justification as to why that should never happen.  But these aren’t the real reasons:  under the surface, the ego abhors loss of control because of its fragile nature and high levels of fear, and the sense that such delegation might lead to loss of status in some way.

So what can be done about this?  Certainly try and be a bit more like BMW and introduce a sense of fairness into the “personnel politics”, as they call it.  Fairness (which does not mean equality of outcome!) is a key to high morale and engagement at work.  Try to hire those with talent but less ego….interview for this trait, become acquainted with the signs, avoid it at all cost!  There is nothing wrong with self confidence and an assured manner, but that is not what I am talking about here.  As an excellent blogger Gwyn Teatro recently said, we need more humility in the workplace,  to which I say, amen, Gwyn.   Self confidence, yes by all means, but a basis of humility.  Then we can create the conditions under which our workers feel that they are part of something, that they are respected, that they are there to perform their best in the highest interest of the organization, not to feed someone’s ego!  Feeling and knowing that, they will gladly engage.

___________________________________________________________

** Debbie Ford: “The Dark Side of the Light Chasers”

***  Eckhart Tolle:  “A New Earth”

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